Sometimes the move into consultancy is by choice, as a genuine career move. In the late 90s however, the proliferation of consultants was exacerbated by the downsizing of organisations and so, people who had been ‘cut’ and who were unable to find a similar role in another organisation tried the consulting path – often with little success and a great deal of pain.
Today, from their experiences during these times, experts believe that that there are at least four things that one must do to develop a successful career as a consultant.
Firstly, decide on an area of expertise and “research it to death!”. Become a real “expert” in your chosen field. Organisations are looking for people as consultants to fill a gap in their skill base, knowledge, expertise, etc., and that’s why they go to a consultant (otherwise they would find the expertise internally).
When starting out as a consultant, it’s tempting to be able to say “Yep, I can do that” when a prospective client asks for help, even though you may not have a great deal of expertise in that area. Sometimes the need to keep an income coming in can be a very tempting reason to take these type of jobs. However, over the long term it does no good to take on assignments where we are not the true ‘expert’, as the client will most likely not be entirely happy with the outcome (even though you may learn a lot in the process). In the consultancy business, you are only as good as your last job.
Some suggestions for developing your area of expertise? Write articles on your area of expertise, speak at conferences and seminars, and join professional organisations that focus on your area of expertise. If you are that way inclined, join the committees of these organisations. You can always start your own website or blog on your area of expertise as well.
Secondly, find a mentor who can assist with your development over the longer term. These people are not so easy to find, so be patient. They must be experts in your chosen field of expertise and be willing to pass on their knowledge and experience freely to you. You also need to develop a good personal relationship with them.
Thirdly, find a coach. This type of person is quite different to your mentor. Your coach is someone who will be able to help you in developing your skills as a consultant (as opposed to developing your area of expertise). These people you must find very early on in your career as a consultant, because they are very good “process” managers (as opposed to “content” managers, content being your area of expertise).
They can often be bosses you work for (so choose wisely) or business partners with more consultancy expertise than yourself. Sometimes your mentor and coach can be one and the same person, but this is rare. One of the differences for spotting a coach from a mentor is that your coach will have a commercial interest in your success (boss, partner, business associate), so he or she is committed to you for the short term. Your mentor, on the other hand, will not necessarily have the same commercial and vested interest. They will become your mentor because of their willingness to share their knowledge and the extent to which you build the relationship with them, and so will be committed to you for the long term.
Finally, gain experience. This generally only comes with time. When we say experience, we are not so much referring to your experience as a consultant (although this will come), but your experience IN your chosen area of expertise. For example, if you want to be a management consultant, it’s important to have experience as a manager. This is particularly important to your client prospects. Sometimes experience is hard to get and as well as taking up time. But you can speed the process, for example by taking on part-time jobs (or full-time if you have the opportunity) or by volunteering to work in your chosen field, or working with another consultant who is considered an expert in your chosen field.
Keep in mind, your client will be employing you for your expertise and will want to see evidence of that expertise.